LEADERSHIP

&
MANAGEMENT

The project Management

December, 2020
University of Gondar

C.T. 1
 Session objectives
• Understand the stages of project design and implementation
• Identify the main features of a project
• Discuss what makes an effective project
• Identify the different types of stakeholders of a project
• Identify the different program/project components
• Describe the relationship b/n project planning,
implementation and monitoring
• Develop the skills of monitoring and evaluating projects
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 Definition
 Programme: a series of projects whose objectives
together contribute to a common overall objective.
‗ e.g. Malaria Control Programme

 Project: a cluster of activities performed in a logical

sequence to attain a specific results or purpose in a
fixed time frame

‗ e.g. Administration of primaquine in a Malaria

endemic area

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 Program vs project

Project

 Temporary and unique

 Definite beginning and end time

 Unique purpose

 Require resources, often from various areas

Program
 A group of projects managed in a coordinated way to obtain
benefits not available to managing them individually
 Long Term: a collection of projects
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 Why Project Management?
 Better control of financial, physical, and human resources need:

 Accountability

 Learn from mistakes of others!

 Efficient& effective

 Improved customer relations

 More Managed Outcomes/results

 Lower costs

 Higher quality and increased reliability

 Improved productivity

 Better internal coordination

 Higher worker morale

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 Project Cycle Management/PCM

• Project management cycle is a methodology

for the preparation, implementation and
evaluation of projects
• It describes management activities and
decision-making procedures used during the
life cycle of a project:

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 The PCM

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 Project identification/initiation
Projects have the following characteristics in
common:
• Are goal-oriented – the whole activity is directed
at achieving the defined output or outcome
• Have clear beginnings and ends
• Have a set of constraints/specifications/ that limit
and define the process
• Their output can be measured in terms of
performance against agreed indicators.
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 Projects . . .
• All have a customer(s) and/or sponsor(s) who expect
the outcome of the project to be delivered at a
particular time
• Aproject can be establishing a new product or
service
• Developing an existing product or service
• A project might arise from recognition of new unmet
needs of customers or service users,
• There are 3 key dimensions to a project
• Budget, time and quality(results)

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 The balance of project dimensions

A successfully completed project would be finished on

time, within the estimated budget and achieve all of the
quality(result) requirements
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 Setting the scope of the project
• What ever the kind of project you are dealing with, its
scope needs to be clearly defined at the beginning.
*Lack of adequate definition can lead to a number of
problems:
• Imprecise goals
• Unrealistically wide scope
• Solving the wrong problem
• People waste time by doing tasks that are not their
responsibility, not necessary or unachievable.

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 Setting the scope of the project ...
Information needs to be collected about:
• Who the stakeholders are and what their interests are in
the project
• The project’s aims and objectives and how the project
is going to achieve them within appropriate resource
and time constraints
• The opportunities offered by the project and the threats
to its success.
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 Stakeholders and their interests
 Anyone in the organization, or outside, who has a
legitimate interest in the project and its outputs or
outcomes, is a stakeholder.
 You need to identify these people and groups so that you
can make sure you meet their expectations and manage the
influence they may wish to exert over the progress of the
project.

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 Stakeholders . . .
Some important stakeholders may include:
• The project sponsor
• The project team – who carry out the tasks
• Functional managers and others who control resources
you will need or whose expertise may be useful
• Groups or individuals who are likely to be affected by the

project and its outcomes.

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 Stakeholders . . .
Depending on the nature of the project, many other groups or
individuals may have a stake in it, such as:
• Consumers and customers

• Managers and staff of partner or collaborating organizations

• Shareholders or their representatives
• Local governing bodies.

• Media representing public interest and competing

organizations.

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 Designing and formulation of projects
 Formulation of the project proposal is the key step in
project management.
 The main product of this key step is producing the
project proposal document.
 To do this, a project formulation team is responsible with
the guidance and support of the sponsoring agency, the
steering committee and other agencies interested in the
formulation subject

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 Formulation project proposal
Knowledge and understanding
• Demonstrate awareness of the important criteria for selecting
projects
• Understand the basic concepts of project design
• Know about project formulation tools, including problem trees
objective trees(result frame work) and project planning matrices
(logical frame work).
Practical and professional skills
• Convert identified problems into project objectives
• Use a range of project formulation tools
• Plan, schedule and identify resources and assign costs for projects
• Develop project proposal documents.

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 Problem identification tools

• Fishbone analysis
• problem tree: help us understand the causes of
key problems as well as the downstream effects
of a problem
• SWOT analysis

• 3 or 5 why
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 Preparation for project proposal formulation

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 Formulation of project proposals

Formulation of the project proposal consists of at least

five steps:
• Analyze and forecast situation
• Set objectives
• Design strategy
• Prepare the project budget
• Write project proposal document.
• Each of the above can be even further broken down
into sub-steps

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 1. Analyze and forecast situation

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One stage in the analysis and forecasting is that of problem
analysis. A problem tree is a tool for analyzing problems.

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 2. Setting project objectives

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 Setting project objectives . . .
 They must be relevant to the problem statement and they must be
consistent with and support the policies and overall goals of the
sponsoring agency.
 Objectives are set at various hierarchical levels. The objective at
the highest level is often referred to as ‘overall objective’ or the
‘goal’.
 Objectives must be SMART .
 Several tools and techniques exist for setting objectives
 One powerful tool and technique is the ‘objective tree’
 An objective tree starts with the outputs from the problem tree
above or a statement of the objective

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 An objective tree for the role of latrine use in
reducing child death rates
Child death rate reduced by 25%
(by 31 December, 2020)

60%(210) of hhs with pit latrines All school children& teachers

adequately use their latrines adequately use pit latrines
(31 Dec, 2020) in school compound
(30 Nov. 2020)
80%(280) hh pit latrines
constructed (30 Sept. 2020)

20 demonstrated pit latrines

90%(315) of the hhs are aware of
constructed in school
the importance of having pit latrine
compound
(by 30 June 2020 )
(by 30 Sept. 2020)

All hhs (350) exposed

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 Establish the logical framework
 The planning matrix also called a logical framework (log
frame) or a project planning matrix (PPM).
 The most powerful tool supporting project management.
 It helps to set objectives, including objectively verifiable
indicators.
 It also provides a summary of the project design and therefore
facilitates understanding and communication among those
connected with the project.
 In addition, the logical framework is an important guide for
project implementation and an important basis for project
monitoring and evaluation

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 Format of LF

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 logical framework . . .

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 Logical frame work . . .

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 Design strategy
 A strategy (or commonly ‘course of action’) is a mix of
selected techniques, human resources, equipment and supplies
for the achievement of one objective or a set of objectives.

 Strategy design does not only require a rational approach;

innovative and intuitive thinking are essential features of
successful strategy design.

 consists of several sub-steps with specific outputs

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 Design a strategy . . .

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 Establish design criteria
 To guide the process of strategy design, it is often helpful to
establish criteria to which the strategy and each strategy
component should conform.
 Criteria for strategy design include
 Compliant with overall goals of the government
 Compatibility with policies, law requirements and regulations;
 Inclusion of a health education component
 Applicability as a general model for other parts of the country
 Being technologically, institutionally and economically feasible
 Application to new sources of funding, e.g. cost sharing.

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 Formulate the strategy and its components
 Distinguish b/n internal and external strategies.
 For health project formulators, an internal (health) strategy is a
course of action for which the MoH will be responsible.
 An external strategy would be a course of action that falls under
other agencies, e.g. MoE or Ministry of Water.

 As part of this sub-step the formulators will undertake several

tasks, such as
• Identify alternative internal strategies and components
• Select feasible strategy and components
• Identify external strategy

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Establish a schedule and assignment of major activities

Project scheduling involves the following stages.

1. Draw up a list of major activities involved in implementing the

strategy and its components.
2. Sequence the activities, i.e. indicate the order in which the
activities will be carried out.
3. Time activities in terms of start, duration and completion.
4. Indicate important activity products.
5. Assign responsibilities for each activity.
6. Record all this information in the form of a table.
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 An example of scheduling major activities

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 scheduling major activities . . .

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 Use Gantt chart for scheduling major activities
 Frequently in a project, some tasks cannot be started
until a previous task on which it is dependent has
been completed.
 A Gantt chart is a horizontal bar chart that graphically
displays the time relationships between the different
tasks in a project .
 It is a standard format for planning, scheduling and
tracking.
 Gantt charts are not only used during planning, but
also during implementation.
 Actual durations, start and end dates can then be
captured on the same Gantt chart
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Activity Responsible
Time
body
March April May June July August

Project proposal writing Fellow

Project approval SCOPE

Budget release SCOPE

Communication & orientation with Fellow

Tseda clinic staff members
Baseline evaluation Fellow

Selection of priests& women NGD&

Fellow
Training of priests& women Fellows

Registering of perinatal women by Trained

priests&
outreach workers women
Education and referral of perinatal Trained
priests&
women women
Monitoring Fellow
Education and referral of perinatal Trained
priests&
women ….cont’d women
Monitoring& Fellows

Mid-term evaluation
Education and referral of perinatal Trained
priests&
women ….cont’d
women
Summative evaluation* All SCOPE
families
Closing or sustainability **

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 Identify and quantify the resource requirements
to implement

• Identify the resource requirements

• Group the requirements by resource categories

(e.g. capital, staff, training, materials and other
supplies)
• Identify possible sources of funding

• Quantify the resource requirements

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 Design a management system for project
implementation
 Outline the project organization, e.g. the location of the
project, responsibilities and authority
 Outline the project control (monitoring) system by
selecting important control indicators
 Outline the proposed evaluation methods, such as midterm
evaluation and final project evaluation
 Make suggestions for project termination, who could
sustain it…
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 4. Preparing the project budget
The following points are very relevant while
designing your project document.
1. Capital and recurrent expenditures.
2. Time phases: the budget should be presented in
whatever time phases are used locally or required
by the donor (quarterly, annually…).
3. Source of funding: if there is more than one
source of funding, information should be provided
about the funding of each budget line item.

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 Preparing the project budget . . .
4. Inflation: provision should be made for inflation,
preferably at the level of each budget line item.

5. Contingencies: depending on existing budgeting

procedures, the project budget may include a line item
for contingencies.
Contingencies should not exceed 10%. Some donors are
only willing to accept a 5% contingency component.

Note: For each budget, budget notes should be included.

Budget notes serve to explain unusual line items and/or
explain how budget totals are calculated.
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 An example of donor project budget

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 Terms of reference for the project proposal
formulation
• Specify the policies that should be adhered to

• Provide guidance for important steps of

analysis and design, and
• Indicate the various types of information that
the sponsoring agency expects to find in the
project proposal document.
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 Terms of Reference/Project Charter

Defines;
@ Vision,
@ Objectives,
@ Scope
@ Deliverables for theDescribes
new project.
Identifies; @ Organization structure
@ Risks, @ Stakeholders,
@ planning @ Customers,
assumptions @ Activities,
@ Constraints @ Resources
@ Funding required to
undertake the project.
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 Checklist for terms of reference contain
• Who is sponsoring the project
• What is the nature of the assigned problems

• What is the population involved? (Age and sex

categories, social or economic status…

• What is the geographical area involved? (Rural,

urban,

• What is the timescale for the project

• What resource limits the sustainability of the project
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 Additional points
 Assessing the feasibility of the proposed project
• Assess the project’s feasibility and the problems that
are likely to arise during project implementation.
• Consider technical, institutional and financial
feasibility
 Writing the justification for having the project
• The main justification for the project is the expected
achievement of its objectives, overall goal, project
purpose and results.
• Beneficiaries should be listed, like, primary, secondary
and distant beneficiaries.
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 Additional points . . .
 Determining the conditions for terminating the project
 several conditions for project termination
• Normal termination occurs when the project objectives
have been reached within the appropriate time and
resource limits.
• Late termination occurs when there have been delays in
reaching the project objectives
• Early termination can occur because of changes in the
external environment (financial crisis), changes in the
government’s policies and priorities or the emergence of
new, more attractive project proposals.
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 Additional points . . .
 Determining the governance of the project
 The project is a temporary organisation and so it
needs governance.
 The governance of a project involves a set of
relationships between the project’s management, its
sponsor and other stakeholders, including the
community.
 It provides the structure through which the objectives
of the project are set, and the means of attaining
those objectives and monitoring performance are
determined.
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 5. Writing the project proposal document

• During the previous project planning steps,

sub-steps and tasks the formulators will have
produced most of the information to be
included in the project proposal document.

• Therefore, writing the document consists

mainly of editing the various previous outputs
and putting them together into the form of a
project proposal document

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 Contents of the project proposal
• Title page
• Map of project area (if appropriate)
• Table of contents
• List of figures/diagrams (if relevant)
• List of illustrations (if relevant)
• List of abbreviations (if relevant)
• Acknowledgment (if appropriate)
• SUMMARY (1 page out of 20)
• The summary provides information about the
major points of the project proposal document.
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 Contents of the project proposal . . .
BACKGROUND (1 page out of 20)
• This first chapter of the document describes the history of
the proposed project and the development of the proposal
document.
SITUATION ANALYSIS (4 pages out of 20)
• This chapter contains the information which was produced
during the project planning step ‘Analyse and forecast
situation’. e.g.
1. Relevant policies and programmes
2. Target population
3. Socio-economic and cultural factors
4. Persons and groups connected with the project
5. Problem statement
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 Contents of the project proposal . . .
PROJECT OBJECTIVES (1 page out of 20)
• This chapter provides information about the
objectives at various hierarchical levels, e.g. overall
goal, project purpose and objectives(1,2,3…).
STRATEGY (8 pages out of 20)
• This chapter will include several sections:
1. Design criteria
2. Strategy components
3. Schedule and assignment of major activities
4. Resource requirements
5. Management system for project implementation
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 Contents of the project proposal . . .
PROJECT BUDGET (1.5 pages out of 20)
• The project budget gives information about the
expected project cost, preferably, by calendar
or financial year and source of funding.
FEASIBILITY, JUSTIFICATION AND SUSTAINABILITY (1.5
pages)
LOGICAL FRAMEWORK
• LF provides a summary of the project design in
terms of project objectives (overall goal, project
purpose and results)
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 Contents of the project proposal . . .
 Often, local and donor requirements will dictate
the format of the project proposal document.

 If there are no specific requirements, the

formulators will have to decide on an
appropriate format

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Implementing/executing/ the project
Objectives
• Understand the relationship between project
planning, implementation and monitoring
• Recognize the importance of team building,
conflict resolution and accountability.
• Maintain communications with project stakeholders
• Develop solutions to project problems
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 Main Implementation Periods

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 Implementing the project

• Project implementation is a central part of project management

• it refers to the process of carrying out the project plan by
performing the activities it includes
• project implementation is the longest phase of the project life
cycle in terms of duration
• It is the stage where you translate planned activities into action
• Help you determine how best to use your group activities and
resources

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 Implementing the project …
• To meet customer’s expectations, the project
manager monitors and controls the activities
being undertaken,
• The resources and expenditures required to build
each of the deliverables throughout the
implementation phase.
• For projects, the implementation schedule is an
important tool.
• It is an administrative planning and monitoring
document
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 An overview of the project management process

As can be seen from the figure, the project

execution/implementation is vital and core of the other
phases
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 Nature of the project management process
• Project failures are often caused by the fact that
important project actors and partners were not fully
involved in the project management process.
• There must be a strong participatory project
management process that involves:
1. the project beneficiaries
2. staff from the sponsoring agency
3. staff from the organization which will be responsible for
operating the programme to be developed by the project
4. the project leader and staff.

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 Organizing and implementing the project

• The following are factors in building the project

organization and assigning work to people.
• Obtain cooperation
• Obtain commitment of the resource providers
• Ensure resources are available when required

• Define management responsibility

• Ensure good communication.

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 Getting organized
• Getting organized is the first stage in bringing
together the right combination of human,
physical and financial resources to successfully
undertake your planned activities
Organisation is the means by which:
• the right things are done (what)
• in the right place (where)
• at the right time (when)
• in the right way (how)
• by the right people (by whom).
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 Thank you very much!
.

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